The ethical leader: lessons from history’s downfalls

Ethical leadership is a cornerstone of success, yet history and contemporary research reveal that power and privilege can corrupt even the strongest moral foundations. Leadership failures often stem not from a lack of skill or intelligence, but from the gradual corruption that power brings. Through historical examples and theoretical frameworks, we gain insights into why some leaders falter and how ethical leaders can avoid the same pitfalls.

The hubris syndrome: overconfidence as a risk

The Greek myth of Icarus serves as a cautionary tale about hubris – excessive pride or self-confidence. In Ovid’s Metamorphoses, Icarus and his father, Daedalus, escape imprisonment using wings crafted from wax and feathers. Ignoring his father’s warnings, Icarus flies too close to the sun, melting his wings and leading to his tragic fall.

In modern leadership, hubris manifests as overconfidence bred by repeated success. Leaders under its influence begin to see themselves as infallible, dismissing feedback and ethical considerations. Ethical leaders must remain vigilant against this mindset, embracing humility and seeking accountability to prevent the reckless decisions that hubris inspires.

The Bathsheba syndrome: power and ethical slippage

The Bathsheba syndrome, introduced by Dean Ludwig and Clinton Longenecker, explores how ethical lapses emerge when leaders abuse the privileges of power. The biblical story of King David provides a stark example. Once a humble shepherd boy, David rose to prominence as King of Israel. Yet his encounter with Bathsheba – a woman he desired but who was married to one of his loyal soldiers – marked the beginning of his ethical decline. David used his authority to orchestrate a cover-up, culminating in the death of Bathsheba’s husband.

David’s story illustrates how unchecked power and privilege can tempt leaders into unethical behaviour. Ethical leaders can learn from this by recognising the risks of privilege and ensuring that their decisions align with core moral values.

Being an ethical leader means navigating the temptations of power with integrity and self-awareness

Four symptoms of leadership corruption

The Bathsheba syndrome identifies four critical symptoms of leadership corruption, offering a framework for ethical leaders to reflect on their behaviour:

1. Inflated sense of invulnerability: Success often fosters a belief that one is above consequences. Ethical leaders must counter this by acknowledging their limitations and embracing transparency.
2. Complacency and loss of focus: Complacency diverts attention from responsibility to personal indulgence. Ethical leaders remain grounded by continuously reflecting on their purpose and prioritising their organisation’s mission.
3. Abuse of privileges: Power provides access to resources and people. Ethical leaders must exercise these privileges with integrity, ensuring that their actions benefit others rather than serving personal interests.
4. Unrestrained control over resources: Without accountability, control over resources can lead to unethical decisions. Ethical leaders create systems of checks and balances to prevent the misuse of authority.